Linking Individuation and Organizational Identification: Mediation Through Psychological Safety

2018 ◽  
Vol 2018 (1) ◽  
pp. 15675
Author(s):  
Na Yoon Kim
Keyword(s):  
Organizational Identification ◽  
Psychological Safety

How do leaders' positive emotions improve followers' person–job fit in China? The effects of organizational identification and psychological safety

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Hongjie Wang
Keyword(s):  
Organizational Identification ◽  
Positive Emotions ◽  
Management Practice ◽  
Psychological Safety ◽  
Moderating Effect ◽  
Job Fit ◽  
Content Type ◽  
Individual Level ◽  
Mediating Role ◽  
The Impact

PurposeAlthough a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on emotions as social information (EASI) theory, the present research study investigated the impact of leaders' positive emotions on person–job fit and further explained the mediating role of psychological safety and the moderating effect of organizational identification.Design/methodology/approachData were collected from 319 Chinese employees nested in 67 teams, and a cross-level design was adopted to examine the research hypotheses.FindingsThe results indicated that individual-level psychological safety played a mediating role in the cross-level relationship between team-directed leaders' positive emotions and individual-level person–job fit. Moreover, the authors found a cross-level moderating effect of team-level organizational identification.Practical implicationsThis present research empirically showed that leaders displaying positive emotions in the workplace benefited followers' perceptions of psychological safety, which in turn improved followers' attitudes towards their job in management practice. In addition, organizational identification could positively advance this process.Originality/valueThis study is the first to evaluate the operational mechanism of leaders' emotion on followers' perceived person–job fit in the Chinese context. Person–job fit has primarily been investigated as a driver of employee outcomes in the previous research studies. These studies focussed on whether and how leaders' emotions improve followers' person–job fit.

Servant leadership elevates supervisor-subordinate guanxi: An investigation of psychological safety and organizational identification

2022 ◽  
Vol 101 ◽  
pp. 103114
Author(s):  
Wan Qing Lv ◽  
Li Chao Shen ◽  
Chin-Hsun (Ken) Tsai ◽  
Ching-Hui (Joan) Su ◽  
Hyun Jeong Kim ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Organizational Identification ◽  
Psychological Safety

Abusive supervision and employee creativity

2016 ◽  
Vol 54 (1) ◽  
pp. 130-147 ◽  
Author(s):  
Wenxing Liu ◽  
Pengcheng Zhang ◽  
Jianqiao Liao ◽  
Po Hao ◽  
Jianghua Mao
Keyword(s):  
Data Collection ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Abusive Supervision ◽  
Social Identification ◽  
Employee Creativity ◽  
Content Type ◽  
Team Members ◽  
Identification Theory ◽  
The Relationship

Purpose – Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity. Design/methodology/approach – The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection. Findings – The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification. Originality/value – This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

scholarly journals The Interactive Effect of Organizational Identification and Organizational Climate on Employees’ Taking Charge Behavior: A Complexity Perspective

Complexity ◽  
2021 ◽  
Vol 2021 ◽  
pp. 1-14
Author(s):  
Yun Liu ◽  
Lingjuan Chen ◽  
Liangjie Zhao ◽  
Chengai Li
Keyword(s):  
Organizational Climate ◽  
Organizational Identification ◽  
Safety Climate ◽  
Interactive Effect ◽  
Psychological Safety ◽  
Organizational Policies ◽  
Individual Level ◽  
Taking Charge ◽  
Individual Variables ◽  
Justice Climate

In the view of complexity theory, the emergency behavior of individual is nonlinear and influenced not only by individual variables but also by many other environmental variables. Based on complexity perspective, this article explored why employees’ taking charge behavior occurs in organizations from a multilevel approach. Specifically, this study has explored the cross-level interactive effect of organization-level factor (organizational justice climate and psychological safety climate) and individual-level factor (organizational identification) on employees’ taking charge behavior. Using a total of 806 valid matching questionnaires from 91 firms in China, this study found that first, organizational identification is positively related with employees’ taking charge behavior. Second, distributive justice climate positively moderates the influence of organizational identification on employees’ taking charge behavior. Third, psychological safety climate negatively moderates the influence of organizational identification on employees’ taking charge behavior. According to our results, organizational policies and practices should be made to foster employees’ identification with the organization, to construct a fair environment within the organization, and to convince employees that taking charge behavior will not entail political risks, especially for those employees with low organizational identification.

Enhancing police engagement: An examination of the links between fair treatment and job engagement in a Canadian police organization

2020 ◽  
Vol 22 (3) ◽  
pp. 308-322
Author(s):  
Angela Workman-Stark
Keyword(s):  
Distributive Justice ◽  
Organizational Justice ◽  
Police Officers ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Job Engagement ◽  
Police Organization ◽  
Police Organizations ◽  
Police Personnel ◽  
Equitable Outcomes

This study examined the relationships between organizational justice and job engagement, and whether these relationships were stronger for civilian staff vs police officers. Using survey data from a Canadian police organization, the results suggested that when police personnel perceived they were treated fairly, they were more likely to have a sense of psychological safety, which, in turn, enhanced their identification with their organization and increased their engagement with work. Findings further demonstrated that distributive justice (i.e., equitable outcomes) was more important to police officers than civilian staff, particularly, in relation to enhancing their attachment with the organization. In other words, as perceptions of distributive justice increased so did organizational identification; however, this effect was strongest for police officers. In general, organizational justice has positive implications for police organizations, namely in encouraging police personnel to engage their full selves at work.

scholarly journals The mediating roles of psychological safety and employee voice on the relationship between conflict management styles and organizational identification

2015 ◽  
Vol 30 (1) ◽  
pp. 72-91 ◽  
Author(s):  
Hakan Erkutlu ◽  
Jamel Chafra
Keyword(s):  
Conflict Management ◽  
Organizational Identification ◽  
Psychological Safety ◽  
Employee Voice ◽  
Management Styles ◽  
Regression Analyses ◽  
Mediating Effects ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationships between conflict management styles (CMS) used by leaders and organizational identification of their followers as well as to test the mediating effects of psychological safety and employee voice on that relationship. Design/methodology/approach – Data were collected on site from 1,023 employees in 13 multinational companies in Turkey. The mediating roles of psychological safety and employee voice on the CMS and organizational identification relationship were tested using ordinary least squares regression analyses. Findings – The results show that cooperative CMS is positively and significantly correlated with organizational identification. In addition, the results of the hierarchical multiple regression analyses support the mediating effects of psychological safety and employee voice with regard to the relationship between CMS and organizational identification. Practical implications – Given that cooperative CMS are associated with valued organizational outcomes such as higher employees’ commitment, trust and satisfaction in leaders and citizenship behaviors, organizational efforts to foster cooperative CMS should prove fruitful. Moreover, focussing on efforts to improve leader-follower relationship and to create a trust-based work environment could increase the likelihood that CMS will increase level of employees’ identification with their organizations. Originality/value – The value of this study is its original contribution to the research literature, as no previous studies, which incorporated CMS, organizational identification, and psychological safety and voice behavior as mediating variables were found during the exhaustive literature review.

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